strategic plan 2019‐2021

STRATEGIC PLAN 2019‐2021

November 23, 2018

KTUNAXA NATION VISION

?AKISQ’NUK FIRST NATION MISSION

GUIDING PRINCIPLES (Chief, Council, Staff November 2017)

CONTENTS

Executive Summary .................................................................................................................................. 1 Envisioned Future .................................................................................................................................... 2 Maslow’s Hierarchy of Needs Informed by the Blackfoot Nation............................................................ 3 Strategic Priorities, Goals, and Actions for 2019 ‐ 2021 .......................................................................... 4 Strategic Workplan .................................................................................................................................. 5

?Akisq'nuk Cultural and Linguistic Competency .................................................................................. 5 Human Capacity Development ............................................................................................................ 6 Policies and Procedures ....................................................................................................................... 7 Governance.......................................................................................................................................... 7 Healthy Relationships .......................................................................................................................... 8 Sustainability and Independence......................................................................................................... 8

Risk Analysis ............................................................................................................................................. 9 Appendices ............................................................................................................................................. 10

Environmental Analysis ..................................................................................................................... 10 Modified SWOT Analysis ............................................................................................................... 10 PESTLE ANALYSIS ........................................................................................................................... 11

2018 Strategic Plan Progress Update ................................................................................................ 12 Tools Utilized in Developing the Strategic Plan ................................................................................. 15

The Smart Test .............................................................................................................................. 15 The Strategic Planning Approach .................................................................................................. 15 SWOT Analysis ............................................................................................................................... 16 PESTLEC Analysis ........................................................................................................................... 16 Stakeholder Analysis ..................................................................................................................... 17 R.A.C.I. ........................................................................................................................................... 18

Planning Session Participants ............................................................................................................ 19

?Akisq’nuk First Nation Strategic Plan 2019‐2021 as at November 23, 2018 1 | P a g e

Executive Summary On November 22‐23, 2018 the ?Akisq’nuk First Nation Chief, Council, and Staff met in Invermere to engage in development of a strategic plan which addressed:

Direction for the Nation. Development of achievable goals, action plans, and

timelines. Moving forward in a coordinated, strategic way. Collaborating on shared priorities, goals, and action

plans. A number of background documents informed the discussions including:

Comprehensive Community Plan. March 30, 2016. Strategic Planning Retreat Report. November 2017. Strategic Planning Retreat Report. November 2016. AFN AGA Survey. Undated. Compiled Debriefs. CCP 2018 Project. May ‐ June

2018. The Strategic Priorities, as directed by the Board of Governors in the 2018 ‐ The Strategic Priorities developed in November 2018 are:

?Akisq'nuk Cultural and Linguistic Competency Human Capacity Development Policies and Procedures Governance Healthy Relationships Sustainability and Independence

THE VIEW FROM THE MOUNTAIN TOPS This level of the system is occupied by leadership (Chief and Council) and denotes that leadership is entrusted with “making space” for their members to be successful.

THE VIEW FROM THE TREETOPS This level of the system is occupied by Senior Management and suggests that the role of senior staff is charged with the task of “defining the space” created by leadership

THE VIEW FROM THE RIVER’S EDGE This is arguably the most important part of the system(s) in which we operate. Front‐line workers and members occupy this level of the system. The ultimate goal of those at the Mountaintops, Treetops and River’s Edge is “getting results’ that proactively address the needs and aspirations of those you are formed to serve.

Source: ?Asisq’nuk First Nation Comprehensive Community Plan]

March 30, 2016. Dan George Report.


Envisioned Future


Maslow’s Hierarchy of Needs Informed by the Blackfoot Nation


Strategic Priorities, Goals, and Actions for 2019 ‐ 2021

?Akisq'nuk Cultural

and Linguistic

Competency

•Traditional Knowledge Holder gathering with Nation members

•Staff orientation pacakge including significance of culture and language

•Weekly lunch language sessions

•Utilize technology for broader exposure of members to language

•Ktunaxa "Word of the Day" on website and Facebook

•Ktunaxa crosword puzzle in the Newsletter

•Explore language in school curriculu

•Create Ktunaxa Culture and Language position in the office

•Ktunaxa signage in offices and facilities

•Ktunaxa dictionary in every office and in the orientation kit

Human

Capacity

Development

•Itentify obstacles and barriers; develop a plan to address these

•Create a position to provide guidance to staff and members on development plans

•Create personal, professional, and career development plans for staff and mebers

•Explroe software to track personal development plans

•Communicate available of personal development financing to members

•Develop a schedule of conferences available for staff and members; share learnings

•Develop a recognition plan, approach, and timeline to celebrate successes

•Utilize the database inventory of skills, knowledge, abilities, and interest of members

Policies and

Procedures

•Identify gaps in role definitions: clarify and document job descriptions

•Develop polices and procedures on working definitions; include in all communications

•standardize policy formats and finalize transition to new, approved policies

•identify policies that need to be strengthened and updates

Governance

•Clarify the role, responsibilities, and information needs of Chief and Council in relation to management

•Make Chief and Council agendas and minutes easily available

•Include managers in Chief and Council meetings

•Establish non‐agenda forums for members to interact with Chief and Council

•Clarify, develop, and communicate all aspects of financial management

Healthy

Relationships

•Develop a communication strategy

•Schedule regular staff team building sessions

•Establish a schedule of social visits by Chief and Council with members

•Plan and carry out regular community celebrations and gatherings

•Establish regular, informal "coffee and conversation" sessions for staff and community members

•Profile members and staff in a "Get to Know You" segment of the newsletter

•Review and revise the Mission Statement

•Create an inter‐generational system of conflict resolution

Sustainability

and

Independence

•Create an inventory of organizations and entities which whom we are aligned

•Establish an environmental sustainability plan

•Develop a policy and procedures to engage members in events to which AFN is invited

•Investigate the development and resourcing of an Environmental Sustainability Officer position


Strategic Workplan Legend for the Lead Person AA Accountant Assistant C‐JN Councillor Jason Nicholas IRA Indian Registration Admin.

AHM A/Housing Manger C‐TK Councillor Theresa Kains JAO Junior Administrative Officer

AP Accounts Payable CWF Community Wellness Facilitator LCM Language & Culture Manager

CDA Community Dev. Advocate EA Executive Assistant NRM Natural Resource Manager

C‐DF Councillor Darcy Fisher EDO Economic Dev. Officer LSRCM Lakeshore Resort & Camp. Manager

C‐DS Councillor Donald Sam CCP Comprehensive Community Plan RC Recreation Coordinator

CFM Community Facilities Manager EM Education Manager SAO Senior Administrative Officer

CHIEF Chief FM Finance Manager SFO Senior Finance Officer

CHRA Communications & HR Assistant HPM Health Program Manager WUM Water Utility Manager

?Akisq'nuk Cultural and Linguistic Competency Goals: Maintain and sustain the Ktunaxa way of life; Utilize the Ktunaxa language so that everyone is exposed to conversation; Celebrate our successes

Actions Timeline Lead Person Status Update

Y1 Y2 Y3

1) Convene regular Traditional Knowledge Holders gatherings with Nation members where Ktunaxa language is used

LCM

2) Develop a staff orientation package to outline the significance of culture and language

CHRA

3) Hold weekly lunch language sessions with staff; invite the community

Chief

4) Determine how we can use technology (Zoom, First Voices, Skype, etc.) to gain broader exposure of members to the language

CCP

5) Incorporate a Ktunaxa "Word of the Day" on the Website and on the Facebook page

LCM

6) Include a Ktunaxa crossword puzzle in the Newsletter

CHRA

7) Explore how to include the Ktunaxa language as a mandatory course in the public schools and/or establish a separate immersion program

EM

8) Create a Ktunaxa Culture and Language position in the office

SAO

9) Develop Ktunaxa signage in our offices and facilities

C‐TK

10) Ensure that every office and department has a Ktunaxa dictionary and this is included in the orientation kit

C‐DS


Human Capacity Development Goals: Maximize human potential; Fulfilled lives of staff and the community; Prepare community members to fill positions; Knowledgeable and educated leadership; Celebrate and learn from our successes


Y1 Y2 Y3

1) Identify obstacles and impediments to people achieving potential

CDA

2) Develop a plan to address the obstacles and impediments (e.g. rites of passage; loss of parenting skills, financial skills, employment readiness, lateral violence, technological skills, etc.)

CDA

3) Create a position focused on providing guidance to staff and members on development plans

SAO

4) Create personal development / professional development / career development plans for staff (as part of annual reviews) and for interested members

SAO

5) Explore software that tracks personal development plans (e.g. Track Star via partnering with KNC)

JAO

6) Clearly communicate to members the availability of financing for personal development

CDA

7) Develop a schedule of conferences and make these available for staff and members to attend; create a space and methodology to share conference learnings with all staff and members

EA

8) Develop a recognition plan, approach, and timeline to celebrate successes

CHRA

9) Update the database inventory of skills, knowledge, abilities, and interests of members

CDA


Policies and Procedures Goals: Clear role definitions and authority levels which clarify, but enable flexibility and compromise to address the unexpected; Clarify working definitions for labels that are used extensively; Ensure policies address gaps and are kept current


Y1 Y2 Y3

1) Identify gaps in role definitions; clarify, document job descriptions, communicate, inter‐departmental responsibilities and overlaps, and implement responsibilities

SAO

2) Develop a policy and procedures focused on presenting a list of working definitions for approval by Chief and Council and included in all communications

SAO

3) Standardize policy formats and finalize transition to new, approved policies

SAO

4) Identify policies that need to be strengthened and updated (e.g. vulnerable sector checks)

SAO

Governance Goals: Political Advocacy and Supportive Spaces; Fiscal Integrity; Good, accountable, transparent governance; Consistency in governance that transcends changes in Chief and Council


Y1 Y2 Y3

1) Clarify the role, responsibilities, and information needs of Chief and Council in their relationship to management

Chief

2) Make Chief and Council agendas and minutes easily available

EA

3) Include managers in Chief and Council meetings EA

4) Establish non‐agenda forums for members to interact with Chief and Council

Chief

5) Clarify, develop, and communicate all aspects of financial management: investment strategy; financial management, software, real‐time reporting tools, budget, timeframes, maintenance, and monitoring; financial aspects of project management and economic development opportunities and community programs

SFO


Healthy Relationships Goals: Healthy and engaged members; Healthy and engaged staff; Meaningful engagement of the Community; Be inclusive of membership both on and off reserve, today and in the future; Community Pride; Healthy relationship between Staff and Members


Y1 Y2 Y3

1) Develop a communication strategy CHRA

2) Schedule regular Staff team building sessions SAO

3) Establish a schedule of social visits by Chief and Council with members

C‐JN

4) Plan and carry out regular community celebrations and gatherings (e.g. family movie nights at the recreation centre)

RC

5) Establish regular, informal, "coffee and conversation" sessions for staff to engage with community members

CWF

6) Profile members and staff in a "Get to Know You" segment of the Newsletter

CHRA

7) Review and revise the Mission Statement JAO

8) Create an inter‐generational system of conflict resolution

Chief

Sustainability and Independence Goals: Sustainability of membership, on and off reserve; Interdependence within our Nation and within KNC; Economic self‐sufficiency as identified in the KNC Vision, and in AFN Mission and Guiding Principles


Y1 Y2 Y3

1) Create an inventory of all the organizations and entities with whom we are aligned and clearly define the nature of our relationship

SFO

2) Establish an environmental sustainability plan that engages the community, and which collaborates with outside organizations

NRM

3) Develop a policy and procedures to engage community members in events to which AFN is invited

SAO

4) Investigate the development and resourcing of an Environmental Sustainability Officer position

SAO


Risk Analysis Risks can hinder or prevent fulfillment of the strategic plan. Managing risks enables an organization to anticipate and prevent risks from manifesting; or mitigate risks that cannot be prevented. A basic risk analysis discussion should be part of the planning process and answers the question: What could jeopardize or derail our Strategic Plan?

Risk Factor Likelihood of this Occurring

(High, Medium, Low)

How can we prevent or mitigate the Risk?

Strategic risks are monitored through use of a risk register that is reviewed as a standing agenda item at management and board meetings.


Appendices

Environmental Analysis

Modified SWOT Analysis

This modified SWOT Analysis reflects the current state as at November 2018. What is currently working well? What could be working better? Currently, there are no children in foster care The opiate training is making a difference Council is disciplined and not micro‐managing We have a stable staff complement The newsletter has been well‐received Monthly Elders' luncheons Little Badgers have participated in Elders' luncheons

Community member participation in contracting opportunities

Council effectively challenge each other in a respectful way

Maintenance are busy and doing a good job Partnerships have been formed between departments

Our Health Centre programs are well received Monthly Healthy Community Team meetings Community Consultative Group for the RCMP Staff are responsive to emerging needs Finance do a great job

Lateral violence is evident in social media; in the office; and between staff and community members

On‐line presence could be more effective: website, social media, etc.

Communication ‐ ways to effectively have the hard conversations like: lands, resources, title, etc.; giving voice to the community to ensure meaningful engagement

Regular Band meetings are required Clear definition of staff roles and responsibilities to

facilitate collaboration and teamwork Council needs to be more diligent in preparing for

meetings, providing clear direction, and follow up Clear definition of Council role versus the role of

Staff; including clarity in authority levels Understanding of Indigenous points of view Membership concerns and requests need to be

communicated and heard in a respectful manner Structural issues: interdepartmental issues like

budget allocation and overlaps between departments

Information sharing and feedback loops between departments e.g. contribution agreements, contracts

Focus on language and culture


PESTLE ANALYSIS This PESTLE Analysis analyses the external environment and identifies issues which are considered in the Strategic Plan.

Political Issues

Jumbo Assertion of our rights and titles Right to practice our own medicine Exerting pressure on the government for rights and issues like health care Looking forward to a time when we are self‐governing Political relationship with KNC; relationship after Treaty Impact of Treaty on own‐sourced revenue Impact if Treaty not signed Risk assessment, due diligence, and benefits related to all initiatives Bureaucratic operations are slow and impact access to information and opportunities

Economic Issues

Require more non‐government revenue Management of government revenue Band can explore diversified sources of revenue Require a grant / business plan writer Risk assessment, due diligence, and benefits related to all initiatives

Socio‐Cultural Issues

Community members need capacity to develop their ideas Language and Ktunaxa identity We are managing poverty

Technological Issues

Behind in our technological assets ‐ require funding Members who would like to learn or improve their computer skills Data storage and international laws

Legal Issues

Fiduciary responsibility Funding for legal actions ‐ grants are available to alleviate financial burden Data governance, intellectual rights Data storage and international laws

Environmental Issues

Preparing for disasters: fire, drought, floods etc. Jumbo Tech mines Lumber / forestry Parks Knapweed, invasive species


2018 Strategic Plan Progress Update The 2018 Strategic Plan was developed in November 2017 and identified six strategic priorities. This progress update is provided as at November 2018. 1. Establish a Quality of Service Standard for all services delivered to members of the AFN.

Why: To improve member’s experience of Band services; To improve relationships between the community and the Band staff; To improve participation and a sense of mattering and belonging by everyone.

Goal: Standards published in June

Responsible: Stephen Olson

Objectives and Action Items Progress Update as at November 2018

a. People must feel safe to participate in this process; people will feel increasingly safe if this process is followed

A survey was developed and delivered to Council for approval.

A more comprehensive plan for implementing the survey and any other community feedback.

b. Create a ‘Charter’ of guiding principles and standards for the delivery of services by the Band

This would flow from community feedback. No action taken in 2018.

c. Focus on internal services This would flow from community feedback. No action taken in 2018.

d. Focus on the quality of communication above all (including follow‐up and follow‐through)

This would flow from community feedback. A message box is a permanent mechanism to collect feedback.

e. Establish a permanent year‐round mechanism for collecting feedback from members

This would flow from community feedback. No action taken in 2018.

f. Improve training and professional development where a need is identified

Issues raised by the community are addressed as these arise and lead to employee development and training as required. Health department conducted wellness workshops.

g. Establish a recognition program for employees who consistently deliver excellent service as defined by the Quality of Service Standards

Recognitions were made at the AGA. This can be built on in a more comprehensive way with both large and small recognition initiatives and events.

2. Complete the work done by the Housing Department and the Housing Committee in establishing a Housing

Authority.

Why: To improve the number and range of options for housing for the community; To introduce an arm’s‐length relationship between Council and users of the housing services; To explore opportunities for more ‘own source’ revenues through investing in housing

Goal: Report to Council by June

Responsible: Rosemary Phillips


a. Create a roadmap of remaining steps that would make the Housing Authority active

The Housing authority has been incorporated. Housing Authority to be in place by April 2019. This is a

work in progress that is moving to completion. The Housing Manager position has been vacant for most of 2018.

b. Report to Council with recommendation on final implementation of Housing Authority

To be addressed in 2019.


3. Complete cataloging, review, and rationalization of all policies regarding the work of Band Council and Staff.

Why: Improve the quality of decision making; Reduce waste in the system brought on by repetition (reinventing the wheel); Reduce sense of chaos in the administration of Band affairs; Promote consistency in the policies developed by the community

Goals: Cataloging and centralizing all remaining policies by June; Begin a structured review and rationalization process that is well under way by September

Responsible: Stephen Olson


a. Catalogue and centralize location for all policies All policies need to be centralized for ease of access. The network structure requires review and

redevelopment.

b. Use a cataloging framework consistent with the format of all AFN documents

A generalized format exists for the policies which is followed by new policies.

Older policies require integration into the format.

c. Review all policies and documented procedures for consistency

Commissioned preparation of 4 distinct policy manuals: communications (adopted by council), governance (questions to be addressed at next council meeting, human resources (to be adopted and implemented), and finance (to be adopted and implemented). Policies developed on: use of band vehicles, housing.

A more thorough understanding of policies and procedures is required and the differing roles and responsibilities of Staff v. Chief and Council.

d. Develop onboarding materials for new councillors and employees that include key policies and procedures

Generic materials are available for Chief and Council orientation.

An orientation binder is provided to all new employees. Additional work is required on this initiative for both

Council and Employees.

e. Improve transitions to ensure learning is captured from departing councillors and employees (extended exit process & interview) and shared with incoming councillors and employees (extended onboarding and familiarization)

Exit interviews are conducted with departing employees.

4. Increase visible cultural component in all of the work of Council and Staff.

Why: Because this (especially the language) is the glue for everything

Goals: Identify and formalize person and/or body who would act in authority on this area ‐ April; Celebration of cultural elements ‐ Fall 2017

Responsible: Chief and Council


a. Identify a group of ‘knowledge holders’ and create the space for their work

Elders’ group met informally with Chief. The Chief has been conducting language sessions.

b. Identify and administer a budget for this priority To be addressed in 2019.

c. Ensure in written procedure time and materials for cultural components in onboarding new employees and councillors

To be addressed in 2019.

d. Develop a framework for cultural mentorship A consistent Elder group needs to be established in a more formal way.

e. Celebrate successes To be addressed.


5. Create an economic development strategy that ties together all of the economic priorities for the AFN.

Why: Because this is one of the foundations of self‐sufficiency

Goals: Deliver framework to Economic Development program and the Economic Development Committee ‐ March; Deliver economic development report and future strategies ‐ September

Responsible: Heather Rennebohm, Stephen Olson. Economic Development Committee


a. Identify opportunities and needs with capital projects (Community Centre)

The economic development priority has not been addressed in 2018 as other activities have required attention.

The community’s risk tolerance regarding economic development needs to be defined.

b. Increase impact on self‐sufficiency by taking an inventory of what goes on in the community that could be handled by members if the training were made available

c. Council develops a framework identifying what constitutes economic development in this context

d. Consider three key elements: revenue‐generating or community‐building capital projects; capacity issues (training); member entrepreneurship

e. Task the Economic Development program and the Economic Development Committee with completing a comprehensive report that responds to the framework, and maps out ways forward for 2018/2019

6. Increase the level of participation and engagement by the community.

Why: More hands to do the work; Increases buy‐in for plans and projects; Reduces conflict that rises out of disconnection and mistrust

Goals: Pick three ‘channels’ and three types of events, and track participation for the year ‐ starting in late winter; Create the ‘Engagement Promoter’ position and work to develop performance standards for it ‐ late winter

Responsible: Stephen Olson, Jay Nicholas


a. Connect with Service Delivery Standards to improve community experience and perceptions of the work of Council and the Band Office

No action taken on this strategic priority in 2018.

b. Pick 3 communication channels and commit to their improved use

c. Pick 3 key areas where increased participation would be either highly visible (to take advantage of the snowball effect) or improve the quality of decision‐making by Band Council. An example would be a quarterly public forum.

d. Consider the role of an ‘Engagement Promoter’ because some of this will only work when the approach to get people involved is at the kitchen table or at sporting events etc., and because AFTER times of community someone has to take the responsibility of letting people know what happened to their ideas. Close the loop or this will never work.

e. Find ways to benchmark successes in this area. Facebook reads? Council meeting turn‐out? Amount of food eaten at an event?


Tools Utilized in Developing the Strategic Plan

The Smart Test

Good Strategic Plans are SMART:

The Strategic Planning Approach A solid plan, which is agreed to by all who are engaged in the process, not only sets the stage for moving toward the future but is used as a basis for making decisions and taking actions that shape and guide the future of the organization.

Strategic Planning involves looking at and learning from the Past, examining the Present, and building a path toward the Future.

Specific – the plan should be clearly understood by anyone who reads it Measurable – milestones should be identified, and progress regularly reviewed Attainable – the plan should be realistic and ‘doable’ Reliable – the plan should be used for making decisions as the environment changes Timebound – all action plans should have timelines

Strategic Plan


SWOT Analysis An effective way to identifying unmet needs is to understand what is working and what could be working better. Carrying out an analysis using the SWOT framework helps to focus Action Plans into areas of strength and where the greatest opportunities lie. A SWOT Analysis can be illuminating ‐ both in terms of pointing out what needs to be done, and in putting problems into perspective. A modified SWOT can also be used by addressing two questions: What is currently working well? What could be working better? PESTLEC Analysis Issue identification, internally and externally, is most effectively addressed when discussed in the context of the political, economic, socio‐cultural, technological, legal, environmental, and competitive elements that impact the organization.

Conducting a PESTLEC analysis is an effective way to examine the internal and external environment. The discussion focused on issues which should be considered in developing the Strategic Plan.


Stakeholder Analysis A stakeholder analysis is used to identify and assess the importance of key people, groups of people, or institutions that may significantly influence the success of your organization and Strategic Plan. Use a stakeholder analysis to:

Identify people, groups, and institutions that will influence your organization (either positively or negatively).

Anticipate the kind of influence, positive or negative, these groups will have on your plan. Develop strategies to get the most effective support possible and reduce any obstacles to successful

implementation of your plan. Develop a Stakeholder Analysis Matrix:

1. Identify all the people, groups, and institutions that will affect or be affected by your plan and list them in the column under "Stakeholder."

2. Once you have a list of all potential stakeholders, review the list and identify the specific interests these stakeholders have in your organization. Consider issues like: the benefit(s) to the stakeholder; the changes that the organization might require the stakeholder to make; and the activities that might cause damage or conflict for the stakeholder. Record these under the column "Stakeholder Interest(s) in the Organization."

3. The final step is to consider the kinds of things that you could do to get stakeholder support and reduce opposition. Consider how you might approach each of the stakeholders. What kind of information will they need? How important is it to involve the stakeholder in the planning process? Are there other groups or individuals that might influence the stakeholder to support your initiative? Record your strategies for obtaining support or reducing obstacles to your project in the last column in the matrix.

Stakeholder

Interest in the Organization / Plan

Strategic Approach to Stakeholder


R.A.C.I. Implementing a Strategic Plan can be a complex process. Clearly identifying the tasks and roles will ensure that preparations and implementation are as effective as possible. The final Strategic Plan should include a Work Plan that identifies all who will be involved in implementation, the tasks required for implementation, and clear role definition. R.A.C.I. is an effective tool to clarify roles and responsibilities.

Guidelines:

Keep Accountability and Responsibility at the lowest possible level There can be only one Accountable person per Action Plan Authority must accompany Accountability Minimize the number of Consulted and Informed individuals All roles and responsibilities must be documented and communicated

Sample RACI Matrix

Name A Name B Name C Name D Name E

Task 1 I A R R

Task 2 R I A C R

Task 3 A R C

Task 4 I R R A C

Task 5 R R A I

Individual(s) who do the work to achieve the task/deliverable.

The accountable person defines the degree of responsibility.

R’s can be shared.

RESPONSIBLE 'THE DOERS'

The individual who is ultimately answerable for the correct and thorough completion of the deliverable or task.

A’s delegate to R’s and sign off or approve work that R’s perform.

There must be only one Accountable person specified for each task or deliverable.

ACCOUNTABLE 'THE BUCK STOPS HERE'

Those whose opinions are sought, typically subject matter experts.

Two way communication is important with C’s.

CONSULTED 'IN THE LOOP'

Those who are kept up to date on progress, often on completion of the task or deliverable.

Typically there is just one‐way communication with I’s.

INFORMED 'KEEP IN THE PICTURE'


Planning Session Participants Administration

Senior Administrative Officer Stephen Olson

Junior Administrative Officer Lorne Shovar

Executive Assistant Yvonne Armstrong

Communications & Human Resources Assistant Lisa Kraig

Capital Facilities

Community Facilities Manager Mark Barker

Groundskeeper Donald Morgan

Labourer Bobby Morgan

Community Development Advocate

Community Dev. Advocate Richard Muir

Economic Development

Economic Dev. Officer Heather Rennebohm

Project Management Trainee Mason Berry

Recreation Coordinator Brian Armstrong

CCP ‐ Contract Anna Hudson

Education

Education Manager Stephanie Sam*

Finance

Senior Finance Officer Karen Lillejord

Finance Manager Sue Ellis

Accountant Assistant Wanda Laboucan

Accounts Payable Gayle Michel

Health

Health Program Manager Patsy Nicholas

Housing

A/Housing Manger Lorne Shovar

Indian Registration

Indian Registration Administrator Gayle Michel

Lakeshore Resort & Campground

Manager Kaylene Earl

Assistant Manager Jacqueline Phillip*

Lands

Lands Manager Andrew Mallucelli

Language & Culture

Language & Culture Manager Stephanie Sam*

Water Quality Control

Water Utility Manager John R. Nicholas*

Chief & Council

Chief Alfred Joseph

Councillor Theresa Kains

Councillor Donald Sam

Councillor Darcy Fisher*

Councillor Jason Nicholas*

*Regrets

Facilitation and Report by: The Imagination Group Box 42252 Southland Crossing Calgary, AB T2J 7A6 P. 403.850.9791 www.imaginationgroup.ca

Marie Delorme BSc MBA PhD CEO [email protected] P. 403.850.9791

Approved by the Board of Governors ___________, 2018

strategic plan 2019‐2021

Documents